Manager is someone who coordinate and supervise the work activities of other people, so that organizational goals can be accomplished/achieved. Classification of Managers in Organization 1. Top Manager: Top managers are responsible for making organization wide decisions and establish plans and goals. They titled as president, managing director, Chief operating officers etc.
2. Middle Managers: These managers manage the work of first-line managers. Titles usually used for middle managers are regional manager, project leader, division or store manager.
3. First-Line Managers: Low level of managers. Manage the work of non-managerial employees who involved in producing organization products and services. First-line managers are known as supervisors, shift managers, department manager or office manager.
What is Management? Management is a coordination and supervision of work activities of other so that their activities are completed efficiently and effectively.
Efficient means “doing things right”. Get most output from least input. Effectiveness can be described as “doing the right things”. Completing activities and doing those work that help achieving organizational goals.
Characteristics of management
Goal Oriented Universal Activity Dynamic Activity Distinct Process Both Science & Art Multidisciplinary in Nature
Management Functions and Process
Planning: Planning is the process of:
Primary function of management
Process of deciding in advance what is to be done Involves selecting objectives, policies, procedures and programs to achieve desired result. Gives solutions to the problems Minimizes uncertainties and risk Reduces time, effort and cost Organizing: Organizing is the process of:
identifying major activities
grouping them into jobs according to nature and assigning the jobs to different departments It is concerned with developing structure and framework in an organization Defines authority and responsibility relationship
Leading: • It is concerned with all those activities that are designed to encourage a subordinate to work efficiently and effectively. • It is concerned with instructing, guiding and inspiring subordinates to achieve organizational objectives. • Directing includes following: 1. Supervision: It refers to the direct and provide guidance to the subordinates to ensure the execution of assigned work. 2. Motivation: It is a psychological and human aspect. It is the process of stimulating subordinates to achieve predetermined goals. 3. Leadership: It is the art of influencing the behavior and performance of subordinates. 4. Communication: It is the process of transmitting ideas and information from one person to another. 5. Coordination: It is a process of integrating all the units and departments of an organization. Controlling: Controlling is a process of:
setting standards measuring actual performance identifying deviation between planned and actual performance analyze the causes of deviation taking corrective action to achieve determined goals
Managerial Skills: Managerial skills are the knowledge and ability of the individuals in a managerial position to fulfill some specific management activities or tasks. Different level of management requires different skill. There are three types of skills as per management level: Top management → Conceptual skills Middle management → Human skills Lower management → Technical skills 1. Conceptual Skills: The mental ability to analyze and diagnose (identify) complex situation. Top level management need this skill to conceptualize the environment and take a broad view of organization while taking decisions. 2. Human Skills: The ability to work with others, understand and motivate other people individually or in group. It is mainly required in middle level management. It is important to communicate, motivate, lead, inspire and trust subordinates. 3. Technical Skills: The ability to apply specialized knowledge and expertise such as civil engineer or surgeons. It is important for first line or lower-level management for providing training to the subordinates and answering their work-related problems. Management Roles The term managerial role refers to the specific category of managerial behavior.
A. Interpersonal Roles (Communications Roles): Interpersonal role is concerned with maintaining formal and informal relation with employees and public at large. It consists of following roles:
1. Figurehead: Managers play this role when they have to perform duties that are ceremonial and symbolic in nature. 2. Leader: Managers play this role when they have to perform official functions. 3. Liaison: Managers play this role when they have to act like a connecting link between their organization and outside world.
B. Informational Roles: Informational role of a manager consists of receiving, collecting and circulating non- routing information. It consists of monitor, disseminator and spokesperson.
1. Monitor: This role involves receiving information about internal performance of the organization as well as external events. 2. Disseminator (person who spread news): This role involves transmitting relevant information to the members of organization. 3. Spokesperson: Represent the organization to outsides, serve as expert on organization industry.
C. Decisional Roles: Decisional role is concerned with choosing the best solution of problem from many alternatives.
1. Entrepreneur: This role involves initiating change or acting as change agent and taking risks for better performance. 2. Disturbance Handler: It involves handling disturbances like strike, feud between subordinates etc. 3. Resource Allocator: It involves allocating resources like money, people, time and equipment to different departments 4. Negotiator: It involves bargaining for the resources or anything to get advantage for the unit in an organization
Brief History of Management
THE CLASSICAL APPROACH: The classical approach is the oldest formal approach of management thought. Its roots pre-date the twentieth century. The classical approach of thought generally concerns ways to manage work and organizations more efficiently. Three areas of study that can be grouped under the classical approach are scientific management, administrative management, and bureaucratic management. (i) Scientific Management Frederick Winslow Taylor is known as the father of scientific management. Scientific management is a theory of management that analyzes and synthesizes workflows, with the objective of improving labor productivity. In other words, Traditional rules of thumb are replaced by precise procedures developed after careful study of an individual at work. (ii) Administrative Management Administrative management focuses on the management process and principles of management. In contrast to scientific management, which deals largely with jobs and work at the individual level of analysis, administrative management provides a more general theory of management. Henri Fayol is the major contributor to this approach of management thought. (iii) Bureaucratic Management Bureaucratic management focuses on the ideal form of organization. Max Weber was the major contributor to bureaucratic management. Based on observation, Weber concluded that many early organizations were inefficiently managed, with decisions based on personal relationships and loyalty. He proposed that a form of organization, called a bureaucracy, characterized by division of labor, hierarchy, formalized rules, impersonality, and the selection and promotion of employees based on ability, would lead to more efficient management. Weber also contended that managers' authority in an organization should be based not on tradition or charisma but on the position held by managers in the organizational hierarchy.
Principles of Management are: (Administrative Management)
Fayol’s the theory of Henri Fayol developed in 1900 A.D. It minimized misunderstand and maximizing efficiency: 1. Division of Work 2. Authority 3. Discipline 4. Unity of Command 5. Unity of Direction 6. Subordination of Individual Interest 7. Remuneration 8. Centralization 9. Scalar Chain 10. Order 11. Equity 12. Stability of Tenure of Personnel 13. Initiative 14. Esprit de Corps 1. Division of Work: Specializing tasks to improve efficiency and productivity. 2. Authority: Assigning authority and decision-making power to achieve organizational objectives. 3. Discipline: Ensuring a disciplined work environment through rules and guidelines. 4. Unity of Command: Each employee should have only one direct supervisor to avoid confusion and conflicts. 5. Unity of Direction: Activities with the same objective should be coordinated and grouped under a single plan. 6. Subordination of Individual Interest: The interest of an individual should not override the interests of the organization. 7. Remuneration: Fair compensation and benefits to motivate employees and ensure their satisfaction. 8. Centralization: Finding the right balance between centralizing decision-making and allowing decentralized authority. 9. Scalar Chain: A clear and formalized chain of command to ensure effective communication and decision-making. 10. Order: Organizing resources and activities in the most efficient manner for the organization's benefit. 11. Equity: Fair and just treatment of employees to maintain a sense of justice and impartiality. 12. Stability of Tenure of Personnel: Providing job security to employees to reduce turnover and instability. 13. Initiative: Encouraging employees to take initiative and use their creativity to contribute to the organization. 14. Esprit de Corps: Fostering team spirit and harmony among employees for a cohesive and productive work environment.
